When your employees need training and you don't have the
expertise, it's time to bring in an outside trainer. But how do
you know you'll get what you need--and what you pay for?

"Although your relationship with an independent trainer is
brief compared to your relationship with your employees, you need
to be as thorough in screening and selecting a trainer as you are
in hiring [employees]," says Ed Campbell, president of The
Global Leadership Institute, a comprehensive business training and
consulting company in Altamonte Springs, Florida. He offers these
tips:

Determine exactly what you need before you begin your search,
and be specific from the outset as to what you expect.

Always examine the trainer's credentials, and be sure they
match your needs. "With critical training issues, rarely does
one size fit all," says Campbell. "Be sure the
prospective trainer has a working knowledge of your business or the
specific things you need taught."

Ask for written proposals. When something is in writing,
there's no question about who will do what or for how much.
You'll be able to determine whether the trainer truly
understands the scope of the project and whether he or she has the
resources to meet your needs.

Check references. Find out what type of projects the trainer
has done in the past, and contact both current and former clients.
Ask if previous clients have provided a performance review, such as
evaluation forms or other summaries describing the quality of the
trainer's work.

Ask to see work samples. If you need a trainer to create
manuals or other types of training aids, look at the items he or
she has produced in the past. Remember, confidentiality agreements
may restrict the trainer from showing you everything he or she has
done. If the samples aren't what you have in mind, find out if
the trainer has the capability to handle something different than
that to which he or she is accustomed.

Ask for a demonstration. "Invite the prospective trainer
to give a 15- or 20-minute sample presentation
or ask to sit in on one of his or her sessions held
elsewhere," Campbell advises. "If neither option is
available, ask for a videotape."

Develop a project timeline. Put all your deadlines in writing,
and make them part of your contract.

To find a trainer, ask colleagues for referrals. You can also
check your local Yellow Pages under "Consultants" for a
particular subject matter or look under "Speakers" or
"Training." For more information, contact the National
Speakers Association at (602) 968-2552 or visit http://www.nsaspeaker.org

Too Much Information

What to do when job applicants tell you more than you need to
know.

You know certain questions are taboo when interviewing
prospective employees, such as asking about marital status,
childbearing plans, or racial and religious issues. But what do you
do when a candidate volunteers this information?

Begin with a thorough understanding of the ground rules, says
Margaret Carroll Alli, an employment attorney with Clark Hill PLC
in Detroit. "It's not illegal for applicants to [provide
you with such information]," explains Alli, "but it is
illegal for you to improperly use it." The safest strategy is
to avoid dialog that may give the impression you're using
illegal criteria as part of your screening process.

So what do you do if an applicant begins telling you about their
upcoming wedding plans? Maintain control of the discussion, and
steer it back to the job. "Just say something like `I need to
explore with you the job at hand and what it is you would bring to
the company,' " says Alli.

And if the applicant tells you they have a disability that's
not otherwise obvious? "You can say `Are you asking me for any
accommodation in this interview?' If they say no," Alli
says, "then be direct and say `Let's take the conversation
back to the job.' " Even if an employee has a
disability that might legally affect your hiring decision, you
can't use medical criteria to screen people out until after
you've extended a firm offer.

Alli believes most candid applicants aren't trying to put
business owners in an awkward position. "Sometimes people
don't realize they're telling you things you don't want
to know," she says. That's why you need to control the
interview, keep the discussion politely but firmly focused on the
job, and take thorough notes immediately after the meeting so you
can justify whatever hiring decision you
make . . . just in case.